Gic2011 aula4-ingles-theory

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Gic2011 aula4-ingles-theory

  1. 1. Information andKnowledge Management Class 4: Knowledge Management Evolution Marielba Zacarias Prof. Auxiliar DEEI FCT I, Gab 2.69, Ext. 7749 mzacaria@ualg.pt http://w3.ualg.pt/~mzacaria
  2. 2. SummaryKnowledge as an assetOrigins of the knowledge workerTypes of Intellectual CapitalInitial definition of the types of knowledgeKnowledge Management vs Re-engineeringWeb 2.0 Tools Document sharing
  3. 3. OriginsBorn with languageFormally emerges from developing formal procedures products“leverage” or “know-how” embedded withinwork practices
  4. 4. Origins• post-war• knowledge created during II world war• proliferation of • universities • more knowledgeable workers• creates knowledge society• need to manage such knowledge
  5. 5. At that time..• USA Organizations • bureaucratic • hierarchical structures • high formalization, segmented, centralized • impersonal environments
  6. 6. Europe and Asia• Post-war reconstruction• New ways of organizing and managing organizations • employes more involved in defining and planning businesses • managers & employees got together • focus on quality
  7. 7. In USA..• Market share starts coming down• Perception of inefficiencies, fragmentation and resistance to change• Middle of the 90s • Formal knowledge management practice • first in academy...
  8. 8. “Knowledge Worker”• Peter Drucker • Landarmarks of Tomorrow (1959) • Creates the term “Knowledge worker” • New class of employee from industrial worker (white collar vs blue collar) • with unprecedented education levels
  9. 9. Tacit vs Explicit• Michael Polanyi • The tacit dimension (1966) • Difference between tacit and explicit knowledge • Focus on knowledge • not only as a product.. • but also as a process (acquisition and deployment) • Enfasis on tacit knowledge • Does not exist without human interaction (social process) • Is MORE than Information Management
  10. 10. Shared Principles• J. Peters and Robert H. Waterman • In Search for Excellence (1982) • Succesful organizations in competitive environments • Shared values and practices regardles of their size, mission, product and client base
  11. 11. The value of IT• Paul Strassmann • Information payoff (1985) • Shows the impact of IT on productivity • Importance of means to measure and assess the value of human capital • The concept of knowledge as an identifiable and quatifiable asset emerges
  12. 12. Re-engineering• Michael Hammer and James Champy • Reingeneering the Corporation (1992) • The situation is so desperate that the only solution is to forget everything and redesign the organization from scratch (white sheet) • The process paradigm is introduced
  13. 13. Process Paradigm Gerar Emitir vendas ordem ordemcontabilidade Verificar Aprovar Gerar crédito crédito factura produção Assembl. Enviar produto produto
  14. 14. The case of Ford Copia Ordem Ordem ordem compras compra compras compra is ria Nota de vendedor e envio at mContas materiaisa pagar vendedor Contas factura a pagar Sistema pagamento
  15. 15. Results• Showed that • Procedures & rules not effective any more• Renovated several enterprises• Several failures• A lot of firings
  16. 16. Re-engineering forgot..• Replacing outdated knowledge for knowledge that would be quickly outdated• Essential knowledge management principles • continuous improvement and learning • focus on people as knowledge sources
  17. 17. Knowledge as an asset• Acknowledgement of • quality • customer satisfaction • innovation• critical assets• Innovation as an essential source of competitive advantage
  18. 18. The continuity principle• In contrast to re-engineering, knowledge management • assumes continuous monitoring • foster continuous change • aims at continuous innovation• Continuityto satisfy marketa needs frequency understood as the required change
  19. 19. New Roles• CKO (Chief Knowledge Officer)• The Knowledge Creating Company • Nonaka 1995 • SECI model• 1995 • Knowledge Management peak of popularity
  20. 20. The role of IT• Scanning of • Explicit but unstructured knowledge• Document Management • for explicit knowledge• Workflows • Process Management • systemic knowledge • Process analysis and improvement• Data & Text mining

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